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International Management - Rodchenko VV

Features Japanese managers

The success of the Japanese economy is largely due to the activities of the social and professional strata managers, managers called in many countries. Its representatives operate in virtually all Japanese companies. The layer management falls into upper, middle and lower echelons. The concept of "manager" includes numerous cohort of leaders of different ranks.

Japanese management style emerged in the 50s of the twentieth century. In the pre-war Japanese business management functions performed by "managers" ( "Bantu"), which represented the interests of the owners of the enterprises -.. Factory owners, factories, mines, etc. Their main feature is the lack of any kind was independence. There will be a big mistake to say that the "Bantu" is specially cultivated in their behaviors, entirely focused on podlazhivanie to the subjective taste of the owner, carefully muffled even a timid shoots of a proactive approach to the problems of the company.

In the environment created after the war, when faced with the task in front of Japan catch up with the recognized leaders of the capitalist world, the blind singers such instructions have seemed an anachronism. hired managers positions in the daily management of production, sales, research and other activities greatly strengthened. Unprecedentedly increased the prestige of belonging to the managerial stratum. Incomparably greater demands began to be offered the manager's personal merits - its activity, determination, the ability to take responsibility for activities with no means clear the end result, initiative, creative approach to the most unexpected turn of events, insights, forward-thinking, and so on..

However, the practice of staffing management layer in Japan is largely due to the peculiarities of the national character, which, as mentioned, gruppizma psychology belongs to one of the main roles. Japanese painfully tolerate changes in interpersonal relationships, which are most likely to occur when administered in person by the group, and are drawn to those with whom they share a common destiny. Not by chance in managerial circles are found the so-called clans, in particular "gakubatsu" t. E. The graduates of any one University.

University clans in the Japanese management body - a fairly common phenomenon. Managers of leading Japanese companies - is, as a rule, come from any one of a privileged university. Among them are the graduates of other schools, but they feel like outsiders.

Solidarity clan begins to form outside the company. Her first shoots make their way into the psychology of a high school graduate who, in order to become an employee of the company's personnel should not finish any, and the particular university.

As soon as the successful applicant enters into a wall University elected, he is caught up in an atmosphere dominated by the ideals of the company that is the subject of his dreams. From the first days of training newly-student prepares himself for life in the "paternal" organizations. It is for life, not just for work. Long before joining a student is impregnated by the moral values ​​that prevail in the "his" company. And there he is met by graduates of past years who are taking younger colleagues under his wing.

The dominance of the company in any one university clan often has negative consequences for the scientific production management implications because it may cast doubt on the objectivity of approaches to solving problems, dilute the idea of ​​consensus. Now, many companies are trying to open their doors to graduates of different universities.

However, a drastic change established practices set fraught with difficulties. Psychology gruppizma strong and unlikely to surrender the position for the foreseeable future. In addition, it corresponds to senorizma system, which, as mentioned, is a stable base of official promotion, including for managers.

A typical Japanese firm organized as a pyramid. In its management structure divided into three levels:

a) higher administration;

b) middle management, which includes the heads of departments, sections, subsections;

c) ordinary management employees.

In accordance with the University graduate senorizma system can take over as head of the subsection seven years after the receipt of the Company, ie. E. At the age of 30 years. At the age of 40 years, he is permitted to move to the head of section, 50 years - to the head of the department and then - to the director.

This order corresponds to promote the value orientations of Japanese society, and retains a dominant position. However, the mechanism of its functioning more often failures occur. The contradiction between seniority as the main criterion for promotion and abilities, knowledge applying for this role gradually escalates. The main accusation put forward against senorizma system is that it does not provide sufficient space for young talent that gifted young people forced to wait too long for their turn to nominate and vegetate in secondary positions. With these charges, however, are the mostly representatives of the world of science, while the vast majority of young workers expect their time patiently and continue to scrupulously carry out their duties.

Consider as an example the position of Head of Section, which is a very heavy burden of administrative work.

Middle tier management in Japanese firms, which, along with the heads of the sections includes heads of departments, has an exceptionally wide area of ​​competence of the service, in which the supreme administration interferes only on rare occasions really serious disruption. Middle managers, in particular the heads of sections, must be engaged and the economic and administrative, and social issues. Each section chief must also establish and maintain communications with subcontractors, to follow the development of relations with contractors, maintain records, to make operational forecasts and so on. D.

But it is not a mechanical intensification, which undoubtedly only be strengthened repeatedly frustrated. This refers to the further extension of the Head of Section initiatives easing the pressure on top of them, strengthening their independence, facilitating an environment conducive to more fully mobilize their creative potential.

The more independent manager, the greater the freedom of action he has, the wider choice of alternatives available to it, the less attention he pays (in terms of theoretical scientific organization of production), the negative aspects of his environment, even if these aspects prevail. This view reflects the special features of the style of management, which, according to many experts, deserves to be called Japanese.